Chapter 11 DEVELOPING GROUPS. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458

Chapter 11

DEVELOPING GROUPS

2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Chapter outcomes Contrast a group and a team. Define norms. Explain the relationship between cohesiveness and group

productivity. Describe who is likely to become an emergent leader in an

informal group. Explain what a supervisor can do when group norms are

hindering department performance. Identify three categories of teams. List the characteristics of real teams. List actions a supervisor can take to improve team

performance. Describe the role of teams in continuous improvement

programs.



What is a group?

Two or more interacting and interdependent individuals who come together to achieve particular objectives. Formal group Informal group Team



EXHIBIT 11–1Reasons people join groups.



NormsAcceptable standards that are shared by the

group’s members.Norms dictate things such as: Output levels Absenteeism rates Promptness or tardiness Amount of socializing allowed on the job Dress Effort and performance Loyalty



Cohesiveness

Degree to which members are attracted to each other and are motivated to stay in the group.

Contingency factors: Time spent together Group size Level of interaction Number of external threats History of previous success



EXHIBIT 11–3Relationship among group cohesiveness, performance norms, and productivity.



Influencing the informal workgroup

Group norms Department goals Emergent leaders



Categories of teams

Providing advice Management Production



Exhibit 11-4Comparing groups and teams.



Five-stage model of group development

Stage 1: Forming

Stage 2: Storming

Stage 3: Norming

Stage 4: Performing

Stage 5: Adjourning



Building effective teams Small size Complementary skills Common purpose Specific goals Common approach Mutual accountability



Obstacles in creating effective teams

A weak sense of direction Infighting Shirking of responsibilities Lack of trust Critical skill gaps Lack of external support



Exhibit 11-5Creating effective teams.

Documents

Chapter 11 DEVELOPING GROUPS. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458